- If you want to know how to use one of your (or someone else’s) Top 7 strengths in an influencing situation, look through the list below where each strength is listed alphabetically.
- Make sure that you are careful to avoid the overdrive risk also described for each strength by developing a strategy or two to deal with the risk.
Working with the other person to find a ‘win-win’ where both parties benefit.
Beware: seeking consensus where it won’t happen; assuming other people are collaborative too.
Giving concrete examples and building your case on these; seeking tried and tested approaches.
Beware: missing the new thinking/new approaches.
Demonstrating sympathy to others’ needs; accommodating others’ needs where appropriate.
Beware being taken advantage of; not getting what you want.
Sticking to your principles; suggesting options other people dare not mention.
Beware: becoming entrenched in a point of view and defending it at all costs.
Thinking outside the box to find a new way of persuading/influencing; breaking through blockages by throwing new light on an issue.
Beware: coming up with new approaches when they are not needed.
Breaking down issues objectively into their component parts for closer examination, to find ‘the truth.’
Beware: being overly critical of others’ perspectives too early in discussions.
Moving others to a quick conclusion or quickly through an apparent impasse.
Beware: forcing decisions too quickly when they need discussion/reflection.
Covering all the details of proposals or issues; ensuring that important details are properly recorded.
Beware: missing the strategic/long term perspective.
Helping others to become more effective influencers by sharing knowledge and expertise; looking for opportunities for others to learn.
Beware: always looking for opportunities to develop when another approach (such as telling) would be more beneficial.
Setting up systems to record and track key aspects of negotiations and discussions.
Beware: being seen as too inflexible and not wanting to deviate from the plan.
Using your emotions with great care; defusing situations; showing others the emotions you want to show them; being careful with body language.
Beware: coming across as aloof or dispassionate.
Seeking to understand the other person’s point of view in order to more effectively influence them.
Beware: getting too caught up in their point of view to service your own needs.
Utilising the positive, infectious edge that your enthusiasm brings to discussions.
Beware: overwhelming others before they’ve had time to reflect or ‘buy in’ to an idea.
Moving the discussion in different directions to explore alternative possibilities.
Beware: inconsistency or indecisiveness about final direction/decision.
Starting up negotiations/discussions while others hold back.
Beware: jumping in too quickly before others are ready.
Influencing others towards the goal – taking the group with you.
Beware: others with a Leading strength, which may lead to a power struggle.
Looking for the positive outcome and making sure that others consider this too.
Beware: leaving too much to chance through lack of planning.
Creating convincing arguments communicated in a convincing way.
Beware: being seen as manipulative or as not focusing on others buying in.
Laying groundwork for rapport – finding out about others personally and using this to build goodwill.
Beware: forgetting to state position/arguments for the sake of maintaining goodwill.
Keeping going when negotiation/conversation seems to have hit an impasse; finding and overcoming challenges.
Beware: turning smaller issues into major challenges just to stay engaged.
Reminding other parties about the need to achieve objectives; keeping people focused on outcomes.
Beware: forgetting the ‘people’ aspects of influencing/negotiation.
Directing others towards a particular way of thinking; communicating certainty in your views.
Beware: appearing arrogant or presenting a proposal as a ‘done deal.’
Looking for opportunities to learn and gain self-insights to improve performance.
Beware: becoming too inward-focused when an external focus is more helpful.
Projecting forward to ‘scenario plan’; synthesising a range of views.
Beware: looking for patterns/relationships between issues when none exist.